4. Conditions for the development of personnel policy.

It is known that 4 main phases can be distinguished in the formation of a strategic management system:

Chaotic response to constant changes in the external environment;

Strategic planning in the narrow sense - foreseeing new complications in the external conditions of the organization and developing in advance strategies for response actions (initial assumption: a new strategy should be based on the use of existing strengths and weaknesses of the organization);

Strategic Opportunity Management - identifying the internal potential of the organization to adapt in a rapidly changing environment (not only future problems and ways of solving them are predicted, but also the level of professional competence required by the organization's personnel for future success);

Management of strategic tasks in real time - the development and implementation of a constantly correcting program.

Personnel measures are actions aimed at achieving the compliance of personnel with the tasks of the organization's work, carried out taking into account the specific tasks of the stage of development of the organization.

Consider the main personnel activities, depending on the type of organization strategy and the level of planning. For an open and closed personnel policy, different types of measures will be adequate to meet the essentially unified personnel needs.

Table: personnel activities implemented in the open and closed type of personnel policy

Types of strategies	Planning level
	Long-term (strategic)	Medium-term (managerial)	Short-term (operational)
OPEN PERSONNEL POLICY
Entrepreneurial	Attracting young promising professionals. Active policy of informing about the company. Formation of requirements for candidates.	Search for promising people and projects, creation of a bank of candidates for work in the organization, holding competitions. Establishing contacts with recruiting agencies.	Selection of managers and specialists for projects
Dynamic growth	Active policy of attracting professionals	Development of principles and procedures for evaluating candidates and jobs, training managers - forming horizontal and vertical management teams. Workforce planning.	Development of the staffing table. Creation of job descriptions. Description of the firm's policy in documents and rules. Recruitment of personnel for specific types of work. Staff adaptation.
Profitability	Development of new forms of labor organization for new technologies	Development of optimal labor incentive schemes linked to the organization's profit. Analysis and rationalization of jobs.	Implementation of programs for assessing and stimulating personnel labor. A set of effective managers (managers)
Liquidation	Not considered	Creation of normative documents on the personnel aspect of the liquidation of an enterprise. Establishing contacts with employment firms.	Assessment of personnel for the purpose of reduction. Advising staff on career guidance, training programs and job placement. Use of part-time schemes.
Cycle	Assessment of staffing needs for different stages of an organization's life	Search for promising specialists	Consulting assistance to staff (primarily psychological). Implementation of social assistance programs.
CLOSED PERSONNEL POLICY
Entrepreneurial	Creation of own (branded) institutions.	Search for promising students, payment of scholarships, internship at the enterprise.	Attracting friends, relatives and acquaintances.
Dynamic growth	Career planning. Developing Unconventional Hiring Methods (Lifetime)	Conducting in-house training programs tailored to personal training needs. Development of labor incentive programs depending on the contribution and length of service.	Recruiting employees with high potential and learning ability. Conducting staff adaptation programs.
Profitability	Development of labor optimization schemes, reduction of labor costs.	Implementation of training programs for management personnel. Development of social programs.	Creation of circles of "quality", active involvement of personnel in the optimization of the organization's activities. The use of "internal recruitment" resources is a combination.
Liquidation	Not considered	Conducting retraining programs.	Search for jobs for relocated personnel. Dismissal of new employees in the first place.
Circulation	Creation of "innovative" departments. Development of programs to stimulate the creative activity of employees. Conducting project competitions.	Development of part-time programs in the main area with the ability to realize the activity of employees in areas useful to the company.	Cultivation of the "philosophy of the firm" Inclusion of personnel in the discussion of the prospects for the development of the organization.

The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal.

Environmental factors can be combined into two groups:

1.regulatory restrictions

2. The situation on the labor market.

For example, the presence of hiring test bans in some countries' regulations forces management staff to be very resourceful in designing selection and orientation programs.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, the structural and professional composition of the free labor force. It is important to get an idea of ​​the professional and public associations in which employees or job candidates are involved in one way or another. The strategy of activities of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs.

Internal environmental factors. The following factors seem to be the most significant.

1. The goals of the enterprise, their time perspective and the degree of elaboration. So, for example, an organization aimed at making a quick profit and then winding up work requires a completely different professional compared to an enterprise focused on the gradual deployment of large-scale production with many branches.

2. The style of management, also fixed in the structure of the organization. Comparing an organization built in a clearly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals.

3. Working conditions. Here are some of the most important characteristics of work that attract or repel people:

The degree of physical and psychological effort required;

The degree of harmfulness of work for health;

Location of workplaces;

Interacting with other people while working;

Degree of work in solving problems;

Understanding and accepting the purpose of the organization.

As a rule, the presence of even a small number of unattractive tasks for employees requires the HR manager to create specialized programs for attracting and retaining employees in the organization.

4. Qualitative characteristics of the labor collective. So, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction.

5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

Maximum inclusion of skill and experience of each employee;

Ensuring constructive interaction between group members;

Obtaining adequate information about employees, contributing to the formulation of goals, tasks of personnel policy in the organization's programs.

Analysis of the personnel policy of the Zabaikalsky branch of OJSC "Federal Passenger Company"

The concept of "work with personnel" covers all the problems of personnel in social management and presupposes their conditional division into three large groups: - the first includes an analysis of categories of workers and positions ...

Analysis of the personnel policy of OJSC "KMZ"

Analysis of the essence, goals and content of the organization's personnel policy

The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types: external in relation to the organization and internal. Environmental factors can be grouped into two groups: 1 ...

HR policy in market conditions

It is known ...

The methodology for the development of personnel policy includes: - development of general principles of personnel policy, determination of priorities for goals; - organizational and staffing policy - planning the need for labor resources ...

Personnel policy of the organization "ESKad" LLC

The initial number of employees in ESKad LLC was 1150 people in 1959. The increase in production volume led to an increase in the number of employees. ESCad LLC currently employs 2,279 people ...

Personnel policy of YUKOS Oil Company

Personnel policy of the enterprise

The personnel policy as a whole, the content and specifics of specific programs and personnel activities are influenced by factors of two types: external in relation to the organization and internal ...

The main approaches to the definition and stages of building the personnel policy of the organization

The transition to a market economy significantly changes the fundamental principles and content of personnel policy. Currently, this is a conscious, purposeful activity to create a labor collective ...

Incentives and staffing in solution development and implementation

Personnel management of a crisis enterprise

The personnel policy in general, the content and specifics of specific personnel management programs are influenced by factors of two types - external in relation to the organization and internal ...

The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types - external in relation to the organization and internal. Environmental factors can be combined into two groups:

1. Regulatory restrictions.
2. Labor market situation.

For example, the presence of hiring test prohibitions in some countries' regulations forces HR personnel to be very resourceful in designing selection and orientation programs. Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, the structural and professional composition of the free labor force. It is important to get an idea of ​​the professional and public associations in which employees or job candidates are involved in one way or another. The strategy of activities of such associations, their traditions and priorities in the means of struggle must be taken into account in order to create and implement effective personnel programs. Internal factorsWednesday... The following factors seem to be the most significant. 1. The goals of the enterprise, their time perspective and the degree of elaboration. For example, an organization looking to make a quick profit and then wind up requires a completely different professional from an enterprise focused on the gradual deployment of large-scale production with many branches. 2. Management style, fixed, among other things, in the structure of the organization. Comparison of an organization built in a rigidly centralized way, as opposed to one that prefers the principle of decentralization, shows that these enterprises require a different composition of professionals. 3. Working conditions. Here are some of the most important job characteristics that attract or repel people:

The degree of physical and mental effort required,

The degree of harmfulness of work to health,

Location of workplaces,

Duration and structure of work,

Interaction with other people while working,

The degree of freedom in solving problems,

Understanding and accepting the purpose of the organization. As a rule, the presence of even a small number of unattractive tasks for employees requires the HR manager to create special programs for attracting and retaining employees in the organization. 4. Qualitative characteristics of the labor collective. So, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction. 5. Leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:

maximum inclusion of skills and experience of each employee;

ensuring constructive interaction between group members;

obtaining adequate information about employees, contributing to the formulation of goals, tasks of personnel policy in the organization's programs. Conclusion The concept of human capital has become intensively used by world science, which has appreciated the role of intellectual activity, and has identified the need and high efficiency of investments in human capital. The concept of human capital plays a central role in modern economic analysis. The use of this concept provides new opportunities for studying such important problems as economic growth, income distribution, the place and role of education in social reproduction, the content of the labor process. The amount of human capital is determined by the conditions for its formation and development. Therefore, investments in human capital at the family level are of great importance, where the accumulation of intellectual and psychophysiological abilities of a person takes place, which are the foundation for the further development and continuous improvement of the individual's human capital. Human capital is the most valuable resource of modern society, more important than natural resources or accumulated wealth. The interpretation of a person as a fixed capital directly implies the need to develop a quantitative assessment of human capital. The correct assessment of human capital gives an objective assessment of the company's total capital, as well as the welfare of the whole society as a whole. The modern personnel policy of firms ensures the most efficient use of the company's human capital, makes its employees interested in this type of activity. An analysis of the effectiveness of investment in a person shows how important it becomes for firms to spend huge amounts of money on the health and education of employees, since in the future more income will be provided for the entire company. Economic assessments of human capital began to be widely used both at the microeconomic and macroeconomic levels to determine the value of national wealth, losses to society from wars, diseases and natural disasters, in the field of life insurance, the profitability of investments in education, health care, migration, and for many other purposes.

Appendix 1. Knowledge management of the organization.

Theoretical conclusions

We have repeatedly drawn the reader's attention to the fact that the book deals specifically with the creation of knowledge, and not knowledge in itself. From our point of view, the creation of knowledge is the fuel for the innovation process, and knowledge itself is not such a fuel. In other words, the process of creating new organizational knowledge in the form of new products, services or systems is the cornerstone of innovation. This process is dynamic and gives rise to two kinds of knowledge spirals. A spiral of the first kind unwinds in the epistemological dimension and runs through socialization, externalization, combination, and internalization. The second spiral is in the ontological dimension, where knowledge created at the individual level is transformed into group and organizational knowledge. While the spirals that unfold in both dimensions are dynamic, the truly dynamic nature of our theory is manifested in the interaction of these spirals over time. It is this dynamic process that fuels innovation.

Basic elements of personnel policy.

Topic 2. Formation of the organization's personnel policy.

The personnel policy of the organization is differentiated into its constituent elements:

1. Employment policy - involves the provision of highly qualified personnel and the creation of attractive working conditions, ensuring their safety, as well as the opportunity to promote employees in order to increase the degree and job satisfaction.

2. Training policy - presupposes the formation of an appropriate training base in order to improve the qualification level and expand the opportunities for professional advancement of employees.

3. Wage policy - includes the provision of higher wages than in other firms, in accordance with the abilities, experience and responsibility of the employee.

4. Welfare policy - providing a wider range of services and benefits than another employer, while social conditions should be attractive to workers and mutually beneficial for them and the firm.

5. Labor relations policy - involves the establishment of certain procedures for resolving labor conflicts.

Thus, personnel policy can be implemented both in writing (in the form of documents that all employees of the organization will familiarize themselves with), and in the form of a set of conceptual laws and rules transmitted orally.

Personnel policy can be reflected in collective agreements, enterprise charters and other documents, regulated labor relations.

As a result, the organization's policy presupposes a system of rules in accordance with which the system as a whole behaves and according to which the people entering this system act.

In addition to financial, marketing, production and other policies, any organization develops a personnel policy. This approach is typical in the West for large private companies and civil service systems.

Human Resources Policy defines the philosophy and principles implemented by management in relation to human resources. The goal of the personnel policy is to ensure the optimal balance of the process of renewing and maintaining the number and quality of personnel in accordance with the needs of the organization itself, the requirements of the legislation and the state of the labor market.

Thus, the quality of the applied personnel decisions largely depends on how accurate and verified the organization's personnel policy is.

The formation of the personnel policy of an organization is a complex process that requires taking into account a number of factors, in particular, conditions such as the development of general principles and priority goals of personnel policy, assessment of the development and performance of personnel must be agreed upon.

Thus, work with personnel does not start with a vacancy and does not end with a hiring.

If we are creating an enterprise and are interested in ensuring that the personnel policy is carried out deliberately, then it is necessary to carry out a number of stages in the design of personnel policy.

Stage 1. Rationing. The goal is to harmonize the principles and goals of working with personnel, with the principles and goals of the organization as a whole, the strategy and the stage of its development. It is necessary to analyze the corporate culture, strategy and stage of development of the organization, predict possible changes, concretize the image of the desired employee, the ways of its formation and the goals of working with personnel. For example, it is advisable to describe the requirements for an employee of the organization, the principles of his existence in the organization, growth opportunities, requirements for the development of certain abilities, etc.

Stage 2. Programming. The goal is to develop programs, ways to achieve the goals of personnel work, concretized taking into account the conditions of the current and possible changes in the situation. It is necessary to build a system of procedures and measures to achieve goals, a kind of personnel technologies, enshrined in documents, forms, and necessarily taking into account both the current state and the possibilities for change. An essential parameter influencing the development of such programs is the understanding of the acceptable tools and methods of influence, their alignment with the values ​​of the organization. For example, in a situation of a closed personnel policy, it is illogical to develop and use programs for intensive recruitment of personnel through recruitment agencies and the media. In this case, when recruiting, it is important to pay attention to the acquaintances of your employees, students of corporate educational institutions. For a corporate culture with elements of an organic organizational culture cultivating the spirit of “one family”, it is inappropriate to use strict and often cruel psychological tests when recruiting; more attention should be paid to interview procedures, group events, modeling real production situations, etc.

Stage 3. Personnel monitoring. The goal is to develop procedures for diagnosing and predicting the personnel situation. It is necessary to highlight indicators of the state of human potential, develop a program of continuous diagnostics and a mechanism for developing specific measures for the development and use of knowledge, skills and abilities of personnel. It is expedient to assess the effectiveness of personnel programs and develop a methodology for their assessment. For enterprises that constantly monitor personnel, many separate HR programs (assessment and certification, career planning, maintaining an effective working climate, planning, etc.) are included in a single system of internally related tasks, methods of diagnosis and impact, methods of adoption and implementation. solutions. In this case, we can talk about the existence of personnel policy as a tool for enterprise management.

As they say, cadres are everything. This saying is still relevant today, since qualified personnel is the most important component of the success of almost any business. To provide the company with such employees, to maintain their level, so that it does not turn out that the pros go to competitors, a carefully thought out personnel policy is necessary. What it is, what are its functions, who develops it, what points you should pay attention to - we will tell you in the article.

The concept of personnel policy and its types

One of the decisive factors ensuring efficiency and competitiveness for any company is high human potential. At the same time, it should be remembered that work with personnel does not end with hiring - the process of working with personnel should be structured in such a way that the shortest way to come to the desired result in relation to any issue, and in the personnel sphere too. This is facilitated by a developed and clearly formulated personnel policy - a set of rules and norms, goals and concepts that determine the direction and content of work with personnel. It is through the personnel policy that the goals and objectives of personnel management are realized, therefore it is considered the core of the personnel management system.

The personnel policy is formed by the management of the company and is implemented by the personnel department in the process of performing their functions by its employees. The principles, methods, rules and norms in the field of work with personnel must be formulated in a certain way, the personnel policy must be fixed in the local and other regulatory legal acts of the company, for example, the rules of the internal labor schedule, the collective agreement. Of course, it is not always clearly indicated in the documents, however, regardless of the degree of expression "on paper", each organization has its own personnel policy.

The object of the personnel policy, as we have already understood, is the personnel of the organization. But the subject is a personnel management system, consisting of personnel management services, independent structural units, united according to the principle of functional and methodological subordination.

Note.Human Resources Policy defines the philosophy and principles implemented by management in relation to human resources.

There are several types of personnel policy.

Active. With such a policy, the company's management can not only predict the development of crisis situations, but also allocate funds to influence them. The personnel management service is capable of developing anti-crisis programs, analyzing the situation and making adjustments in accordance with changes in external and internal factors.

In this type of personnel policy, there are two subspecies:

- rational (when the personnel service has the means of both diagnosing personnel and predicting the personnel situation for the medium and long term. Development programs of the organization contain short-term, medium-term and long-term forecasts of the need for personnel (qualitative and quantitative). In addition, an integral part of the plan is HR program with options for its implementation);

- adventurous (when the management does not have a forecast of the development of the situation, but seeks to influence it. The personnel department of the enterprise, as a rule, does not have the means of predicting the personnel situation and diagnosing personnel, while the personnel work plan is based on a rather emotional, poorly reasoned, but, maybe the correct idea of ​​the goals of this activity).

Passive. With this type of policy, the management of the organization does not have an action program for employees, and personnel work is reduced to eliminating the negative consequences of external influences. Such organizations are characterized by the absence of a forecast of personnel needs, means of business assessment of employees, and a system for diagnosing personnel motivation.

Personnel policy is carried out at all management levels: top management, line managers, personnel management service.

Preventive. It is carried out in cases when the management has reason to assume the possibility of crisis situations, there are some forecasts, but the organization's personnel department does not have the means to influence a negative situation.

Reactive. The management of the organization, which has chosen this type of personnel policy, seeks to control indicators that indicate the occurrence of negative situations in relations with personnel (conflicts, lack of sufficiently qualified labor force to solve the assigned tasks, lack of motivation for highly productive work). Human resource services in such firms usually have the means to detect such situations and take emergency measures.

Depending on the orientation towards its own or external personnel, on the degree of openness in relation to the external environment, an open personnel policy is distinguished (the organization turns to external sources to meet the need for workers, that is, you can start working in the organization both from a lower position and to the level of senior management; this is most often the case in new companies striving to quickly conquer the market, enter the leading positions in the industry) and closed (carried out when the company is focused on the inclusion of new personnel from the lower level, and the filling of vacant positions occurs only from the number of employees, that is, in fact, its own human resources are being used).

Development of personnel policy

For some long-standing companies, especially if they work closely with foreign partners, the idea of ​​personnel policy, personnel processes and measures for their implementation is documented. For some, the idea of ​​how to work with personnel exists at the level of understanding, but is not enshrined in the documents of the company. In any case, the formation of a personnel management policy begins with identifying potential opportunities in the field of management and with identifying those areas of work with personnel that must be strengthened for the successful implementation of the firm's strategy.

The formation of personnel policy is influenced by external and internal factors. The organization cannot change the environmental factors, but must take into account in order to correctly determine the need for personnel and the optimal sources of covering this need. These include:

- the situation on the labor market (demographic factors, education policy, interaction with trade unions);

- trends in economic development;

- scientific and technological progress (affects the nature and content of labor, the need for certain specialists, the possibility of retraining personnel);

- regulatory environment (labor legislation, legislation in employment and labor protection, social guarantees, etc.).

The factors of the internal environment are amenable to control by the organization. These include:

- the goals of the organization, their time perspective and the degree of elaboration (for example, a company aimed at making a quick profit and then closing, requires completely different professionals than a company focused on gradual development);

- management style (rigidly centralized approach or the principle of decentralization - depending on this, different specialists are required);

- human resources of the organization (associated with the assessment of the capabilities of employees of the organization, with the correct distribution of responsibilities between them, which is the basis for effective and stable work);

- working conditions (the degree of harmfulness of work to health, the location of workplaces, the degree of freedom in solving problems, interaction with other people in the process of work, etc.) employees on them);

- leadership style (it will largely affect the nature of personnel policy).

The formation of personnel policy can be divided into several stages.

At the first stage, the goals and objectives of the personnel policy are formed. It is necessary to coordinate the principles and goals of working with personnel with the principles and goals of the company, develop programs and ways to achieve the goals of personnel work. Note that the goals and objectives of the personnel policy are determined in accordance with the provisions of regulatory documents and are linked to the goals and objectives of ensuring the effective functioning of the organization as a whole.

For your information.The main goal of the personnel policy is the full use of the qualification potential of employees. It is achieved by providing each employee with work in accordance with their abilities and qualifications.

At the second stage, personnel monitoring is carried out. For this, procedures for diagnostics and forecasting of the personnel situation are being developed. In particular, at this stage it is necessary to determine:

- quality requirements for employees based on the requirements for the position;

- the number of employees by positions, qualifications, etc .;

- the main directions of personnel policy for the selection and placement of employees, formation of a reserve, assessment of personnel development, remuneration, use of human resources, etc.

Well, at the final stage, a plan of personnel activities, methods and tools for personnel planning are developed, forms and methods of personnel management are selected, and responsible performers are appointed.

For your information.The tools for the implementation of personnel policy are: personnel planning; current personnel work; personnel management; measures for professional development, advanced training of employees, solving social problems; reward and motivation. As a result of the use of these tools, the behavior of employees is changed, their work efficiency is increased, and the structure of the team is optimized.

Directions of personnel policy

The directions of personnel policy coincide with the directions of personnel work in a particular organization. In other words, they correspond to the functions of the personnel management system operating in the organization. So, personnel policy can be carried out in the following areas:

- forecasting the need to create new jobs, taking into account the introduction of new technologies;

- development of a personnel development program in order to solve both current and future tasks of the organization on the basis of improving the training system and job transfer of employees;

- development of motivational mechanisms to increase the interest and satisfaction of employees with work;

- Creation of modern systems of recruitment and selection of personnel, marketing activities in relation to personnel, formation of the concept of remuneration and moral incentives for employees;

- ensuring equal opportunities for effective work, its safety and normal conditions;

- determination of the basic requirements for personnel within the forecast of the development of the enterprise, the formation of new personnel structures and the development of procedures and mechanisms for personnel management;

- improving the moral and psychological climate in the team, attracting ordinary workers to management.

Let us recall that every employee matters, since in the end the final results of the entire company depend on the work of an individual. In this regard, moral and material incentives, social guarantees should be the main aspect of personnel policy pursued in organizations. The payment of allowances and the system of participation of employees in the distribution of profits will ensure a high level of their interest in the final results of the organization's activities.

Assessment of the choice of personnel policy

The developed and implemented personnel policy is subject to evaluation after a certain time. It is determined whether it is effective or not, whether something needs to be adjusted. In practice, the assessment of personnel policy is carried out according to the following indicators:

- labor efficiency;

- compliance with the law;

- the degree of job satisfaction;

- presence / absence of absenteeism and complaints;

- staff turnover;

- presence / absence of labor conflicts;

- the frequency of industrial injuries.

A well-formed personnel policy ensures not only timely and high-quality staffing, but also rational use of the workforce according to qualifications and in accordance with special training, as well as support at a high level of quality of life for employees, which makes work in a particular organization desirable.

Finally

So, in the article we talked very briefly about the personnel policy of the organization. What is the main purpose of the HR service? Providing the organization with personnel capable of effectively solving urgent problems in market conditions, effective use of these personnel, professional and social development. And the requirements for personnel policy are as follows.

First, it must be closely linked to the development strategy of the enterprise and be sufficiently stable, allowing for its adjustment in accordance with changes in the company's strategy, production and economic situation.

Secondly, the personnel policy should be economically justified, that is, proceed from the real financial capabilities of the organization, and should also provide for an individual approach to employees.

The introduction of personnel policy involves restructuring the work of the organization's personnel management service. We will have to develop a concept of personnel management, update the regulations on the units of the personnel service, possibly carry out changes in the leadership of the organization, relying on the data of extraordinary certification; introduce new methods of recruiting, selecting and evaluating employees, as well as a system for their professional promotion. In addition, it will be necessary to develop programs for vocational guidance and adaptation of personnel, new incentive systems and work motivation and work discipline management.

The personnel policy in general, the content and specifics of specific programs and personnel activities are influenced by factors of two types: external in relation to the organization and internal.

Environmental factors can be grouped into two groups: regulatory constraints; the situation on the labor market.

For example, the presence of hiring test prohibitions in some countries' regulations forces HR personnel to be very resourceful in designing selection and orientation programs.

Focusing on taking into account the situation on the labor market, it is necessary to analyze the presence of competition, sources of recruitment, the structural and professional composition of the free labor force.

It is important to get an idea of ​​the professional and public associations in which employees or job candidates are involved in one way or another. The strategy of activities of such associations, their traditions and priorities in the means of struggle should be taken into account in order to create and implement effective personnel programs.

Domestic policy factors

The following factors seem to be the most significant:

• 1) the goals of the enterprise, their time perspective and the degree of elaboration. So, for example, an organization that aims to make a quick profit and then winds up requires completely different professionals compared to an enterprise focused on the gradual deployment of large-scale production with many branches;
• 2) the style of management, as well as in the structure of the organization.

Comparing an organization built in a highly centralized way, an organization that prefers the principle of decentralization, shows that they require a different composition of professionals;

• 3) working conditions. People are attracted or repelled by job characteristics such as:
  • - the degree of required physical and mental effort;
  • - the degree of harmfulness of work for health;
  • - location of workplaces; Kibanov A.L. Personnel management of the organization: workshop. / A.L. Kibanov. - M .: - INFRA - M, 2009, - 638s.
  • - duration and structure of work;
  • - interacting with other people while working
  • - the degree of freedom in solving problems;
  • - understanding and acceptance of the purpose of the organization.
• 4) the qualitative characteristics of the workforce. So, working as part of a successful team can be an additional incentive that contributes to stable productive work and job satisfaction;
• 5) leadership style. Regardless of the leadership style preferred by a particular manager, the following goals are important:
  • - maximum inclusion of skills and experience of each employee;
  • - ensuring constructive interaction between group members;
  • - obtaining adequate information about employees, contributing to the formulation of goals, tasks of personnel policy in the organization's programs.